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Online a : h ps:// esea ch endsjou nal.com ISSN No: 2584-282X
Indexed Jou nal Pee Re iewed Jou nal
INTERNATIONAL JOURNAL OF TRENDS IN EMERGING RESEARCH AND DEVELOPMENT
Volume 2; Issue 6; 2024; Page No. 252-256
Recei ed: 01-08-2024
Accep ed: 05-10-2024
To examine he ole o au oma ion in p o iding eal- ime eedback and
ca ee de elopmen oppo uni ies
1Shah Richa Vee Kuma , 2P o . T Ra i and 3P o . Bhaska Nalla
1Resea ch Schola , P.K. Uni e si y, Shi pu i, Madhya P adesh, India
2, 3P o esso , P.K. Uni e si y, Shi pu i, Madhya P adesh, India
DOI: h ps://doi.o g/10.5281/zenodo.17132103
Co esponding Au ho : Shah Richa Vee Kuma
Abs ac
In o de o e alua e employee expe ience (CE, PH, FWA, TE), he EX- amewo k de eloped by Mo gan (2017) was modi ied. The esea ch
is quan i a i e and d aws om bo h explo a o y and desc ip i e me hods. Measu emen , s uc u e, and hypo hesis a e all assessed using he
SEM model. Employee expe ience has a subs an ial and well-suppo ed e ec on employee engagemen . A weak and unsubs an ia ed
co ela ion b idges he gap be ween wo k expe ience and dedica ion o he company. Based on he esul s o his s udy, EX and OC ully
media e employee engagemen .
Keywo ds: Employee, Au oma ion, Employee Engagemen , Technologies, Wo ke s
1. In oduc ion
A new age ma ked by a ans o ma i e in luence has begun
wi h he as sp ead o au oma ion echnologies, which has
led o he inco po a ion o AI, obo s, and complex digi al
echnologies in o business ope a ions. This shi in
au oma ion has a - eaching consequences o he dynamics
o employee engagemen and, he e o e, o he execu ion o
company ope a ions. The consequences o au oma ion on
employee engagemen mus be ho oughly in es iga ed
since mo e and mo e companies a e using i o boos
p oduc i i y, sa e money, and s ay ahead o he
compe i ion.
The success o an o ganisa ion, i s wo ke s' happiness on he
job, and he wo k o ce as a whole a e all dependen on
employee engagemen . His o ically, he wo d "au oma ion"
has been associa ed wi h wo ies abou job loss and a
po en ial decline in wo kplace quali y o li e. F om a highe
an age poin , we may see ha echnology is ha ing an
inc easingly di icul e ec on employee engagemen . The
se e al pa s ha make up he shi o au oma ion and how i
a ec s employee engagemen a e explo ed in his
comp ehensi e s udy. I hinks abou he challenges and
possibili ies ha come wi h his pa adigm change.
To s a , ad ancemen s in au oma ion echnologies:
Fu he mo e, he in oduc o y sec ion should lay ou he
his o ical backg ound o au oma ion echnologies, s a ing
wi h he i s mechaniza ion p ocesses and ending wi h he
mos ecen AI and ML sys ems. To ully g asp he many
ways in which au oma ion in e ac s wi h human asks in he
wo kplace, one mus ha e an awa eness o his e olu ion.
The jus i ica ion o using au oma ion: Focusing on ac o s
like inc eased p oduc i i y, lowe cos s, and g ea e
compe i i eness, in es iga e why o ganisa ions adop
au oma ion. The in oduc ion lays he g oundwo k o
comp ehending he o ganiza ional impe a i es p opelling
he in eg a ion o au oma ed sys ems by highligh ing hese
easons. Engaged employees a e hose who: You de ailed
explana ion o employee engagemen would be much
app ecia ed; in pa icula , he pa i plays in c ea ing a
mo i a ed, con en ed, and p oduc i e s a . Inco po a ing he
psychological, cogni i e, and beha iou al componen s ha
make up he idea o engagemen would make his
desc ip ion mo e ho ough.
The impac on p o essional du ies and expe ise: Look a
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how he ise o au oma ion is changing people's oles and
he skills hey need o he job. The need o lexibili y,
in en i eness, and highe -o de cogni i e abili ies, as well
as he p ospec ha common occupa ions may be
supe seded by no el ones, mus be acknowledged. The
opinions and ou looks o he employees come in a numbe
i e: A a ie y o emo ions, om ea and wo y o
accep ance and encou agemen , should be eco ded when
asking wo ke s abou hei eelings owa ds au oma ion.
Think abou ac o s like he pe cei ed s abili y o you
posi ion, how i will in luence you happiness on he job,
and he oppo uni ies o you o de elop you skills.
2. Li e a u e Re iew
ALDamoe e al., (2012) [1] in es iga ed he ole o employee
e en ion as a mode a o in he connec ion be ween HRM
p ac ices and o ganisa ional success. The s udy ound ha
employee e en ion is a media o be ween HRM p ac ices
and o ganisa ional pe o mance, which is an impo an
conclusion. Findings om he esea ch s ess he impo ance
o pe sonnel managemen in e aining op people and
boos ing business esul s. To keep wo ke s a ound o he
long haul, businesses need o implemen e en ion s a egies
ha include hings like compe i i e and ai sala ies,
oppo uni ies o ad ancemen , au onomy, posi i e public
pe cep ion o he company, and inancial incen i es.
Chang e al., (2012) [2] This essay del es in o he opic o
job u no e choices made by IT p o essionals in Taiwan
and examines he ole o ca ee ancho s and dis up ions.
P e ious models ha e included wo k sa is ac ion as a key
indica o . In addi ion, he company coo dina es he in e nal
ancho ing o IT s a wi h wo kplace esou ces. The
co ela ion be ween con en men in one's job and he desi e
o look o wo k elsewhe e is some imes dis up ed by
ac o s ha do no ollow his pa e n. Tu no e models do
no ake hese dis up ions in o accoun on a global scale,
which makes planning mo e di icul .
Joāo and Coe zee (2012) [3] in es iga ed wha made ea ly-
ca ee wo ke s s ay, wha hey hough abou hei u u e
p ospec s, and how commi ed hey we e o he company.
The indings indica ed ha he pe cei ed cos o lea ing had
an e ec on he ca ee mobili y and o ganiza ional loyal y o
olde wo ke s. When asked abou he impo ance o
p o essional p og ession in e ms o ca ee mobili y and
o ganiza ional commi men , younge Black wo ke s ga e i
a high p io i y. P o essional s a wo ke s in he inancial
indus y should be conside ed o alen e en ion s a egies
ha p io i ize hei equi emen s o ad ancemen
oppo uni ies wi hin he company, ha mony be ween wo k
and pe sonal li e, p ac ical use o acqui ed skills and
knowledge, compe i i e pay, and a wo k en i onmen .
Kim (2012) [4] looked a how human esou ce managemen
a ec ed he in en s o s a e go e nmen IT employees o
lea e. The indings showed ha Sa is ac o y pay and
bene i s, oppo uni ies o ca ee ad ancemen , and aining
and de elopmen a e he mos in luen ial aspec s o an
employee's decision o s ay o go om an o ganisa ion,
policies ha suppo amilies, and clea and consis en
communica ion om supe iso s. Ano he impo an
elemen in luencing he inclina ion o lea e among emale
One pe k o wo king in IT is he a ie y o ules ha a e
good o amilies.
Kuma and A o a (2012) [5] pinpoin ed he elemen s ha
impac employee loyal y in he business p ocess ou sou cing
(BPO) ma ke . O ganiza ional cul u e, op-down suppo ,
wage pa i y, and o he mone a y pe ks we e de e mined o
ha e a g ea e ela i e wo h in he esea ch. Acco ding o
he esea ch, business p ocess ou sou cing (BPO) i ms may
help hei wo ke s s ike a be e wo k-li e balance ia he
p o ision o compe i i e incen i es and he main enance o
a pleasan wo k en i onmen and ecogni ion p og ams.
3. Resea ch Me hodology
3.1 Resea ch App oach
Academic s udies ha e shown ha inding, hi ing, and
e aining g ea pe sonnel is a majo challenge o many
companies. Meanwhile, wo ke s a e p o ing o be an
inc easingly signi ican asse o any business. A desc ip i e
esea ch echnique is used o s udy o ganiza ional
e ec i eness, employee engagemen , and o ganiza ional
commi men based on cu en li e a u e.
3.2 Resea ch Tool
This esea ch uses he su ey app oach o ge da a om
pa icipan s. A sel -adminis e ed, s uc u ed ques ionnai e
was used o ga he he main da a. Componen indica o s
such as physical en i onmen , CE, FWA, TE, EE, OC, and
OE we e co e ed in he second segmen .
3.3 Sample Size Es ima ion and Response Ra e
A me hod called "S uc u al Equa ion Modelling" (SEM)
was used by he esea che o e alua e he sugges ed model.
Fo bo h con en ional and ellip ical heo ies, he op imal
s uc u al equa ion modeling a io is 5:1, Wi h 568
esponses, a eliabili y analysis o all se en componen s was
conduc ed o he inal esea ch. The accep ance le el o
goodness o i is measu ed based on he indices such as
GOF, adjus ed AGFI, CFI, RMSEA, and no med Chi-
squa e. The measu emen model indices a e shown in Table
1 wi h alues (Hai e al., 2015) [16].
Table 1: Measu emen model indices
Indices
Th eshold Value
No med chi-squa e
>1 and <3
GFI
>0.90
AGFI
>0.90
CFI
>0.95
RMSEA
<0.08
Sou ce: Resea ch Me hodology
4. Da a Analysis
The inal ques ionnai e and s udy should be buil based on
he esul s o he pilo esea ch. Fo he inal analysis, 568
eplies we e aken in o accoun
4.1 Desc ip i e S a is ics o Final S udy
Table 2 displays he desc ip i e s a is ics o he
ques ionnai e ha we e used in he inal analysis.
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Table 2: Desc ip i e s a is ics o he inal s udy
Cons uc s
Mean
S anda d De ia ions
Skewness
Ku osis
CE1
3.98
.703
-.711
1.241
CE4
4.04
.713
-.557
.662
CE5
4.08
.695
-.831
1.872
PH2
3.79
.686
-1.118
2.492
PH3
3.74
.700
-.808
1.314
PH4
3.99
.565
-.472
1.812
FWA1
4.04
.845
-.960
.929
FWA2
4.22
.662
-.672
.990
FWA3
3.98
.830
-.923
1.138
TE1
2.77
1.148
.267
-.797
TE2
2.76
1.182
.176
-.953
TE3
2.64
1.181
.396
-.802
EE3
2.84
.903
.105
-.793
EE7
3.03
.963
-.140
-.942
EE8
3.01
.964
-.117
-.911
OC4
2.12
.786
.684
.514
OC5
1.98
.789
.813
.786
OC9
2.11
.829
.896
.670
OE5
3.74
.782
-.776
1.049
OE6
3.74
.723
-.748
1.220
OE8
3.83
.734
-.573
1.014
Sou ce: P ima y da a
The da a's desc ip i e s a is ics a e shown in Table 2. The
assump ion ha he da a ollows a no mal dis ibu ion may
be made using his.
4.2 Reliabili y Analysis
Reliabili y Alpha alues anged om 0.936 o 0.759, as
shown in Table 3. Fo u he s a is ical analysis, Nunnally
(1978) [17] p edic ed ha "C onbach's alpha esul s we e
abo e he ecommended minimum o 0.7.”
Table 3: Reliabili y analysis
Cons uc s
C onbach’s Alpha
Cul u al En i onmen s
.936
Physical en i onmen
.759
Flexible wo king a angemen s
.813
Technology En i onmen
.917
Employee Engagemen
.926
O ganiza ional commi men
.886
O ganiza ional e ec i eness
.897
The esea che had a be e g asp o demog aphic con ex
and da a dis ibu ion among demog aphic a iables wi h he
use o Table 4. No ably, 49% o he commen s a e om ie
A ci ies, which include Bangalo e, Chennai, Delhi, Mumbai,
Kolka a, and Hyde abad.
Table 4: Demog aphics o he Responden s in he Final S udy
Demog aphical Fac o s
Desc ip ion
F equency
Pe cen age
Age
21-30
167
29
31-40
219
39
41-50
159
28
Abo e 51
23
4
To al
568
100
Gende
Female
286
50
Male
278
49
O he
4
1
To al
568
100
Ma i al S a us
Ma ied
413
73
O he
7
1
Single
148
26
To al
568
100
Educa ional Quali ica ion
Diploma / ITI
40
7
G adua ion
267
47
O he
4
1
Pos G adua ion
257
45
To al
568
100
Income le el in Rupees (Mon hly)
40,001 -60,000
214
38
60,001 -1, 00,000
171
30
Abo e 1, 00,001
62
11
Less han 40,000
121
21
To al
568
100
Job P o ile
Associa e
130
23
Execu i e
100
18
In Leade ship Role
46
8
In suppo eam
39
7
Manage
113
20
O he
19
3
Supe iso
121
21
To al
568
100
No o yea s o Expe ience
Fi e yea s and abo e
155
27
Less han one yea
46
8
One o h ee yea s
153
27
Th ee yea s o i e yea s
214
38
To al
568
100
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Ci ies
Tie A: Bangalo e, Chennai, Delhi, Mumbai, Hyde abad, Kolka a
281
49
Tie B: Ag a, Lucknow, Jaipu , Chandiga h, Nagpu , Myso e, Pune
215
38
Tie C: o he s
72
13
To al
568
100
Sou ce: P ima y Da a
Abou 39% o he people who illed ou he su ey we e in
he 31–40 age b acke . Ma ied s a us is ep esen ed by 73%
o he esponden s, while 47% ha e comple ed some kind o
pos seconda y educa ion.
4.3 Measu emen Model
While measu emen models quan i y la en o composi e
a iables, s uc u al models use ou e analysis o analyze all
concei able ela ionships. As s a ed by Hai e al. (2015) [16],
he s a is ical model's goodness o i indica es how well i
ma ches a collec ion o da a. Indexes and he measu ing
me hodology a e shown in Table 5.
Table 5: Measu emen model indices
Flexible wo king
a angemen s
FWA1
.801
0.835
0.633
0.166
0.077
FWA2
.807
FWA3
.863
Technology En i onmen
TE1
.886
0.917
0.789
0.192
0.056
TE2
.906
TE3
.900
Employee Engagemen
EE3
.815
0.895
0.740
0.192
0.092
EE7
.863
EE8
.873
O ganiza ional commi men
OC4
.848
0.862
0.675
0.092
0.031
OC5
.834
OC9
.859
O ganiza ional e ec i eness
OE5
.792
0.835
0.629
0.335
0.115
OE6
.805
OE8
.707
Sou ce: P ima y da a
4.4 S uc u al Model
Da a is es ed o disc imina i e and con e gen alidi y
when he measu emen model is de e mined o be adequa e
using h eshold alue indices (Hai e al., 2015) [16]. A
s uc u al model's execu ion is simple; Table 6 p edic s i
and uses model i indices o quan i y i . The "Goodness o
Fi Index" acco ding o i s de ini ion (GFI). "The Adjus ed
Goodness o Fi Index" (AGFI) "co ec s he GFI as a
unc ion o he numbe o la en a iable indica o s."
Table 6: S uc u al model indices
Indices
Th eshold Value (Hai
e al., 2015) [16].
P esen s udy
esul s
No med chi-squa e
>1 and <3
2.573
GFI
>0.90
0.928
AGFI
>0.90
0.908
CFI
>0.95
0.958
RMSEA
<0.08
0.053
Sou ce: P ima y da a
4.5 Pa h Analysis
"Pa h Analysis is a kind o p edic i e modeling ha
esea che s use o look in o he connec ions be ween s udy
model a iables." To measu e and examine he co ela ions
be ween he la en and isible a iables, s a is icians employ
s uc u al equa ion modeling (SEM). The e was a
s a is ically signi ican posi i e ela ionship be ween EE and
he main ac o s o cul u e, physical en i onmen ,
echnology en i onmen , and lexible wo king a angemen .
Table 7 shows he di ec impac s o employee expe ience on
OC.
Table 7: Pa h coe icien s and indi ec e ec s o he media ion
model
Rela ionships
To al
E ec s
Di ec
E ec s
Indi ec
E ec s
EX > OC (EE) EX> OE
(EE)
.194
.753
0.049
.862
.145
-.109
No e: *p<0.001; **p<0.01 Tes o Full and Pa ial media ion
5. Conclusion
Pe sonalized expe iences, adminis a i e ask au oma ion,
ins an eedback, and da a-d i en decision-making a e jus a
ew ways in which a i icial in elligence (AI) may
signi ican ly imp o e employee engagemen . Fo an
o ganiza ion o achie e i s goals, i needs a well- ounded
plan ha add esses leade ship, cul u e, communica ion, and
con inuous ini ia i es. This will c ea e a posi i e wo k
en i onmen whe e employees eel alued, mo i a ed, and
dedica ed o hei wo k. Au oma ion in he wo kplace has
complex and e e -changing implica ions o wo ke s'
psychological well-being. Inc eased p oduc i i y, imp o ed
accu acy, and dec eased ope a ing expenses a e a ew o he
posi i es o au oma ion.
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